Functions
Each functional practice is built around one question: what does this role have to be able to do here, in this organisation, over the next three years? The generic job description is usually the first thing we throw away.
Chief Executive Officer
Appointment, succession planning and the first-year transition support that decides whether the appointment holds.
Board Directors
Chairs, senior independent directors and committee specialists, with an eye on the board’s composition five years out.
Chief Financial Officer
Finance leaders who can hold the capital story with investors and still be believed by the operators.
Human Resources
Chief people officers with the standing to shape a strategy rather than staff it after the fact.
Technology & Digital
Technology, data and product leadership for organisations where the architecture is now a board-level subject.
Marketing & Growth
Commercial leaders accountable for revenue, not only for brand and demand generation.
Legal, Risk & Compliance
General counsel and risk leadership for regulated environments and for organisations that have just entered one.
Operations & Supply Chain
Industrial and supply chain leadership for networks being redrawn by cost, resilience and proximity.
Sustainability
Leaders who can put transition commitments into the operating plan and defend them to investors.
What the modern finance chief is really hired to do
The technical bar has not moved much. What has changed is how much of the role is now spent arbitrating between businesses that all have a defensible case for the same capital.
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